Despite enormous disruption, your preexisting business transformation issues have not gone away

The fundamental problems that weighed leaders down before COVID-19 are still the ones to solve to unlock new possibilities amid rapid change.

This is part 1 of a 6-part series. Click the links below to read each article. Download the entire series in one PDF here.

A snapshot in time
In late February and early March, just as the global wave of the pandemic was hitting the United States, we embarked on an internal project to spark innovation within Ogilvy. To ground us in the voice of the customer, we interviewed business leaders about what they were striving for in the coming year and the barriers they sought to overcome on the way toward these goals. We interviewed CEOs and chief marketing officers, line-of-business and growth leaders — and we were struck by the consistency among them. Regardless of their position or industry, while focused on driving new thinking and new products, these leaders all spoke about the importance of — and struggle with — some of the most elemental challenges in business strategy, brand building, and organizational dynamics. Thinking back on our conversations with these leaders now, amid the full bloom of disruption, so much of what they shared still resonates — maybe more now.

Opportunities abound in the fundamentals
What follows is a series of short reflections inspired by what our interviews revealed about the fundamentals that brands struggle to get right — internally — every day. Leaders, if you hear anything in this series, hear this: Yours is not the only team trying to reimagine what’s possible for your brand, employees, and customers while pulling the weight of organizational — and personal — struggles. As you move forward, the energy you give the fundamentals may just prove to be your differentiator. More than ever, people need brands that are ready to show up in new ways for them.

• Aligning to a renewed sense of purpose: Sometimes, just getting people inspired to join forces internally — and work to stay aligned — is the hardest part. As one respondent said, “If I get 10 people in a room, I get 10 different opinions.” Read the article.
• Institutionalizing the pursuit of innovation: Who’s responsible for innovation? Is there a right or wrong way to challenge status quo? One leader mused about a dynamic that creates drag on innovation: “Recognizing the need to change isn’t synonymous with casting judgment on the past.” Read the article.
• Using data to uncover opportunities and help course-correct: There’s no question that data can reveal new needs, new stories, and new markets. Leaders crave it to help them align internally, too: “I use data to get people to listen.” But establishing a robust data practice is no easy task. Read the article.
• Activating people for organizational change: Brand is not a department. “Brand is an organizational issue — it can’t be solved by one person.” Leaders must be present and active to help their teams navigate constant change before a brand can truly rise to any occasion and live up to its promise. Read the article.
• Keeping it real with partners: Partners should augment and accelerate. And that takes a tight, honest, collaborative relationship — not a one-sided, transactional one. “Remember that I actually know some stuff,” one leader said. Read the article.

Taking a deep look at how your brand shows up for customers and the people behind it? You’re not alone. My colleagues and I hope you’ll find this series helpful as you forge ahead with your own transformation.

GerRee Anderson, Creative Director, Ogilvy U.S. Employee Experience practice